Founded in St. Louis, MO in 1965, the accounting and advisory firm Anders has grown into a thriving 500-employee business serving clients across the United States.
In addition to tax, audit, and assurance services, Anders has since expanded its advisory capabilities to help its clients address evolving business needs, including AI & automation, leadership, human capital, operational transformations, and more.
During a period of exciting growth and an expanding market footprint, it was important for leadership to keep a finger on the pulse of their company culture and productivity, as well as the sentiments and ideas of their employees.
3Sixty Insights spoke with Lauren Sanders, Director of Talent Strategy at Anders, who’s been with the company for the past two years overseeing all things related to performance management, talent management, talent acquisition, total rewards, and engagement surveys. With over 15 years in professional services, Sanders loves working with Anders’ sharp team of accountants and consultants.
The Challenges
A Platform Not Being Used to Its Full Potential
When she started, Anders wasn’t using all the modules; reviews consisted of three questions and lacked a clear strategy. A lot of things had to happen behind the scenes before the firm could start using Quantum Workplace’s full capabilities. At the time, utilization and adoption of Quantum Workplace was less than 50%. While Anders was good at sending performance reviews out to employees, the underlying philosophy was missing, making it harder to demonstrate the value of these reviews.
A Competitive Talent Market Demanding Differentiation
Sanders feels that accountants and consultants have the “pick of the litter” in the job market and when deciding where to work. Because of this powerful position, Anders is always looking for ways to differentiate themselves from others to attract top talent, a challenge made more urgent by the firm’s ambitious growth and revenue goals, which put a premium on getting workforce planning right.
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